What company has the most accessible channels & structure to reach senior management & there-for-our-employees behaviour that you know of? And why?

Congrats on the success you have achieved in just 3 years! That's statistically uncommon and reveals that the initial focus of the company was effective and worth reviving. Yes, it must be frustrating to feel like you are the only one carrying the company uphill. I've been in a similar position. First, I suggest you take responsibility for the position you currently find yourself in. It's easy to cast blame on people and circumstances outside of yourself. It's the most common first reaction. If you really think about it though, you will realize that where you are did not appear overnight. Every day for the past 3 years you have either consciously or unconsciously agreed to move towards where you are now. By doing that you are no longer a victim of circumstances and can move forward from a place of power. As the primary producer in the company you do have the leverage however, you also need a pro-active plan to promote using that leverage and it needs to be something that benefits everyone involved. First of all I would check your perspective on the whole situation by calling a meeting of stakeholders to recalibrate the company vision. The idea here is to get everyone to tell you what they see as the primary problems with the company right now and where they each would like to see things improve. You need to see what everyone else is seeing not only what you are seeing. This meeting in and of itself might change your perspective entirely. If it reveals nothing that profoundly changes your view then move on to the next step. If you are the star salesperson then you have a method by which you get results. Try creating a sales training program out of that method and then go to the team and present this training plan. There are books and resources online on how to create a sales training plan like this. The goal is to duplicate and systematize how you achieve your above average results. Frame the plan as a way to get all the other team member goals accomplished. Whatever those goals are, inevitably they will require more money. By using your leverage as the star salesperson and taking the initiative to create a program that will effectively create more star salespeople then you are bound to create more revenue for the company. This way your goal is a means to an end for everyone else's goals. This way you get unanimous buy-in. Set a goal of 8 weeks or so to implement this training across the enterprise. Provide bonuses and other incentives to participants to achieve this goal as well as longer term sales increase goals. Create company-wide perks for achieving these long-term sales goals. Maybe a retreat somewhere awesome? You get the picture. The idea is to create a win-win situation for everyone to get going in a positive direction that will, in the end, alleviate your present problem as well as achieve a greater success for everyone involved. Hope that helps. Best of luck!

TL;DR; Yes it's bad, without understanding context. Doing this, or any other organization rule needs to be considered based on the culture of the company and the goals. It's dangerous to take this one action out of context as to Buffer's purpose in building their organization. Is it good? For some, that haven't been doing it from day 1 - I'm going to say no. My experience shows that most companies don't have a strict pay scale, and many would get upset by this. Also, it's a personal thing - maybe your team don't want this. We do this internally at Clarity (everyone on the team knows what everyone else makes) but we don't publish this to the world. I do agree that transparency helps teams focus on whats important, and can get ride of political issues, but it can also introduce other issues if it's not part of a bigger vision. It's like assuming if you wear black turtle necks, blue jeans and new balance shoes like Steve Jobs, that you'll be a better designer. That's not how it works. my2cents

Whenever you assign them a task, break down the task into small chunks. Make the chunks as small as you can (within reason, and to the extent that your knowledge allows), and tell your devs that if any chunks seem large, that they should further break those chunks down into bite size pieces. For instance, for the overall task of making a new webpage, _you_ might break it down as follows: 1) Set up a database 2) Make a form that takes user email, name, and phone number and adds them to database 3) Have our site send an email to everyone above the age of 50 each week When your devs take a look at it, _they_ might further break down the third step into: A) Set up an email service B) Connect it to the client database C) Figure out how to query the database for certain users D) Have it send emails to users over 50 You can keep using Asana, or you could use something like Trello which might make more sense for a small company, and might be easier to understand and track by yourself. In Trello you'd set up 4 columns titled, "To Do", "Doing", "Ready for Review", "Approved" (or combine the last two into "Done") You might want to tell them to only have tasks in the "Doing" column if they/re actually sitting at their desk working on it. For instance: not to leave a task in "Doing" overnight after work. That way you can actually see what they're working on and how long it takes, but that might be overly micro-manager-y At the end of each day / week when you review the tasks completed, look for ones that took a longer time than average (since, on average, all the tasks should be broken down into sub-tasks of approximately the same difficulty). Ask them about those tasks and why they took longer to do. It may be because they neglected to further break it down into chunks as you had asked (in which case you ask them to do that next time), or it may be that some unexpected snag came up, or it may be a hard task that can't be further broken down. In any case, listen to their explanation and you should be able to tell if it sounds reasonable, and if it sounds fishy, google the problem they say they encountered. You'll be able to get a better feel of their work ethic and honesty by how they answer the question, without worrying as much about what their actual words are. Make sure that when you ask for more details about why a task took longer, you don't do it in a probing way. Make sure they understand that you're doing it for your own learning and to help predict and properly plan future timelines.

I am assuming your question is more pertaining to empowering and motivating (rather than hiring). I can outline some of the practices I have seen really result in high motivation and sense of ownership among engineering teams: * Empathize - Your engineering team will work well and be more motivated if they see you as one of them rather than a person who doesn't understand their function. Show your geeky side to them, and show that you understand their thought process and drivers. * Pick their brain on big and small decisions (roadmap, usability, whatever it is) - Product teams value being heard. The more you position yourself as someone who is WANTS to listen, is keen to have their inputs, you will be surprised at how involved they can get, and also how you can actually tap into a lot of smart ideas/thoughts from them that you can develop on. * Take care to explain - show how you arrive at decisions. Share your research, competitive analysis, and even your thought process on arriving at a feature set or list of things for a release. Its stuff you would have worked on anyway - so no harm sharing with more eyes! * Share customer feedback - nothing motivates your engineers than a positive interaction with a customer. Get them to see customer feedback. Have them sit in and observe some of the usability studies. (B2B - have them see you do some demos or do a successful sales pitch) * Send out interesting articles, insights, business and tech articles with your comments/highlights to them on a regular basis (maybe twice a week?) - maybe even some analysis you did on competition or customer feedback * Engineers like working with people they feel are competent and complement the work they are doing to build a great product. So make sure they see how everyone else around them is also doing a good job and adding value and contributing to the success of the product. * Be transparent about the product/business - Make them feel they are responsible and involved in the business, not just technology. I've seen engineering teams happy about their annual goals having components relating to making revenues, keeping customers happy, or reducing costs. If they are enthused about the business as a whole, they will be more motivated with their engineering efforts * Have a mix of little experiments, R&D, attending to engineering debt, in addition to bug fixes and new features that each engineer gets to spend some time on (based on their interest) * Finally get to know each of your engineers personally, and be aware of what their priorities are. Each of us has different motivations in life, so there is no silver bullet to motivate people. When they know you care for them, they are more motivated :).

I am based in Canada and ended up opening a US bank account with Harris Bank in Chicago without physically visiting their office. This was about 4 years ago. So maybe contact them and see if they could help you.